investment opportunity in a highly impactful eastern india based...
TRANSCRIPT
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Equity Placement Memorandum
Investment opportunity in a highly impactful Eastern India based Financial Institution
1
INR 300 million (~ US$ 4.5 mn)
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
2
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3
Saija Finance: Only MFI based out of Bihar, poised to be a leader in the region Saija has a strong history of creating impact in high need geographies
Strong
growth and
impact
potential in
Microfinance
Eastern India
– High need
geographies
with lack of
quality MFIs
Strong
success
story so far
Visionary
and
experienced
founders /
investors
Differentiated
model, well
adapted to
their focus
regions
Commitment
to
transparency
and
corporate
governance
MFI sector has shown
remarkable resilience
and growth over the
last few years
Top MFIs have grown
at 70% CAGR
Saija‟s focus states
have an untapped
microfinance credit
demand of Rs 37,000
crs (US$ 6 bn)
Potential to leverage
distribution strength to
launch new products
like home loan, 2-3
wheeler loan which
Saija is already
discussing with
partners
Bihar, Jharkhand and
UP are three of the
most underserved
states in India
These states rank low
on financial inclusion -
low ATM penetration
and branch banking
penetration, low credit
deposit ratios
With Bandhan and
RGVN moving
towards banking,
Saija is the only
quality MFI serving
the region of Eastern
India
204,225 Clients
Rs 221 crore portfolio
as of February 2017
61 Branches +
Spokes with
leadership position in
multiple districts
Presence across 3
states
HR –Attrition amongst
the lowest in industry
Professional
management with
expertise in financial
services
Promoter was founder
of Maharishi Finance
which was acquired
by ICICI Bank
Committed investors
like Accion, Pragati
(IFC, CDC funded)
and SIDBI who are
leaders in financial
inclusion investing
Hub and spoke
model, which brings
efficiency in new
branch capex
One of few MFIs with
a successful JLG
product focusing on
men – Saija Karobar
Rin (Small business
loan)
Only MFI in India to
have partnered with
MUDRA Bank for
prepaid card
Flexible group
composition quorum
to enable greater
acquisition/ retention
of clients
Internal audit:
Monthly branch audit
and quarterly
corporate audit reports
given to board
Regular client and
employee feedback
via satisfaction
surveys
Robust IT infra to
ensure prompt
reporting and data
availability at all levels
Two highly
distinguished
independent directions
on board
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
4
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Note :
*Excluding non performing portfolio (PPAR > 180 days) in Andhra Pradesh
**for Q1FY16
Source: MFIN Micrometer (June 2015)
Microfinance sector in India is on a high growth trajectory India - One of the largest and most active MFI markets in the world
Growth in reach (FY12 – FY 15)
Portfolio trends (FY12 – FY 15)
21 19 24 31 31
9,380
8,848
9,741 9,939
10,109
0
10
20
30
40
8,000
8,500
9,000
9,500
10,000
10,500
FY 12 FY 13 FY 14 FY 15 Q1 FY 16
Clients (Mn) Branches
GLP grew by 69%, loan disbursement by 70% yoy
Client base grew by 23%, branches by 8% yoy
In Q1FY16, MFIs received total debt funding of Rs 3.8 bn i.e. a
growth of 41% yoy
31.1 mn clients, 10,109 branches
Rs 421 bn Gross loan portfolio (GLP)
Bandhan, the largest player has been awarded the banking
license and has started banking operations in Q2FY16
8 MFIs has been awarded the Small Finance Bank license
(highlighted in green below, along with Disha & RGVN)
Growth
Metrics** Rank Key Players
Portfolio** (Rs. Cr)
1 Bandhan 10,242
2 SKS* 4,797
3 Janalakshmi 4,533
4 Ujjivan 3,513
5 Equitas 2,320
6 Satin 2,020
7 GFSPL 1,620
8 Spandana* 1,237
9 Grama Vidyal 1,051
10 ESAF 1,022
11 Utkarsh 811
12 Sonata 681
13 Suryoday 688
14 Share* 575
15 FFSL 525
16 Annapurna 468
17 SVCL 442
18 Arohan 419
19 Asirvad 418
20 Madura 282
168 174
249
384 421
207 234
351
522
159
0
100
200
300
400
500
600
FY12 FY13 FY14 FY15 Q1 FY16
GLP Disbursement
#1 player
(Bandhan)
is 24% of
total GLP,
while next
10 players
contribute
54%
Sector
Highlights
5
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Pre Andhra Pradesh Crisis Andhra Pradesh Crisis Post Andhra Pradesh Crisis
MFI‟s show exponential growth
CAGR of 86% in loan portfolio outstanding
(2005-2009)
CAGR of 96% in borrowers (2005-2009)
Witness a flurry of Investments
25+ transactions with a US$295 mn in
primary investments in the microfinance
space since 2006
Banks and financing institutions had a total
exposure to MFIs of US$ 2.45 bn as of
March 2009
ESOP-linked management structures
No regulatory framework governing lending
practices, pricing or operations
Concentration of MFI lending in mainly two
states Andhra Pradesh and Tamil Nadu
Regulatory Intervention
Implementation of Malegam committee
recommendations
RBI recognized NBFC MFI as a separate category of
financial institutions
Permits lending to MFIs as “priority sector”
Unified code of conduct
A unified code of conduct created by industry
associations Sa-Dhan and MFin and key stakeholders to
adopt best practices and ensure client protection
Establishment of credit bureau for microfinance
MFIN has collaborated with Highmark and Equifax, to
establish a tracking system to share client data among
MFI‟s
Aimed to improve credit risk management and adherence
to qualifying asset criteria by the RBI
Microfinance Institutions Bill, 2012
AP Ordinance
In October 2010, the AP government
passed an Ordinance to regulate working
of MFIs in AP
Ordinance triggered by political reasons
and instances of multiple borrowings in
AP
Key requirements under ordinance
Registration of MFIs
Prohibition on security for loans provided
to SHGs
Prior approval for grant of further loans to
SHGs or their members
Repayments to be made only by monthly
installments
Excessive loan book expansion focus
leading to overlending and high interest
rates
Coercive collection practices
Recovery plummeted to 10% in AP from 99%
Significant write-offs in loan portfolio
Banks caution in lending to MFIs
Crisis/CDR referral for MFIs - Spandana,
Share, Basix, Ashmitha, AML
Structural changes in the industry
Renewed investor interest
Resurgence of bank funding
Better control on multiple lending
…post structural reforms catalysed by AP crisis
I
M
P
A
C
T
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Strong regulatory and facilitating changes providing tailwinds for growth…
Creation of NBFC MFIs and
RBI reforms
RBI recognized NBFC MFI as a separate category of financial institutions
Clear message from RBI that MFI are to be excluded from state jurisdiction, paving ground for
the microfinance 2012 bill in the parliament
Cap on spreads RBI has capped the spread between lending rates and cost of funds at 12%
Processing Fee capped at 1%
Opex optimization has achieved significant importance
Perceived impact on industry RoAs
To increase fee based income by offering more products
Multiple lending restrictions A borrower cannot be a member of more than 1 group
Not more than 2 NBFC-MFIs can lend to same borrower
Restricts the target market
Entry barrier established
Easier access to debt
On 19th December 2011, RBI allowed ECB for MFIs and NGOs engaged in
micro finance under Automatic Route
In Feb 2011, RBI restricted direct priority sector lending benefits only to NBFC
– MFIs
Resurgence of debt followed by equity in the industry
Credit bureaus functioning
better
Credit bureaus are facing the pressure of performing better due diligence post
the crisis
All MFIs have to be mandatorily members of Credit bureaus and report client level information
regularly
New pricing norms for NBFC
MFIs recently introduced
Rates charged by MFIs to be the lower of cost of funds plus margin or 2.75x
average base rate of five largest commercial banks
More transparency
Direct linkage with market dynamics
NBFCs to act as BCs RBI has allowed NBFCs to become Business Correspondents for Banks Use the existing channel to provide liability-based products
Increased Fee Income
Banking license In FY 11, RBI considered giving new banking license to private sector
players. NBFCs also participated
RBI granted in-principle approval for banking license to IDFC limited and Bandhan (first MFI in
the country to get banking license)
Small finance bank
license
Further to the declaration of Banking license RBI has decided to allow new
„small banks‟ in the private sector
RBI has announced SFB licenses in Sept‟15 with 8 MFIs granted in principle approval
General positive motivation for the industry to adhere to best practices so as to be eligible for
a banking license
MUDRA bank
MUDRA bank is set up under Pradhan Mantri MUDRA Yojana Scheme to
provide services to small entrepreneurs outside the service area of regular
banks
It will function as a NBFC and will provide MFIs and NBFCs financial support
Will also provide guidelines to MFIs and give them performance ratings
Key Highlights Impact Change
7
Saija is the first and only MFI to partner with MUDRA Bank
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SKS -1%
Janalakshmi 125%
Ujjivan 55%
Equitas 29%
Satin 66%
GK [Y VALUE]
ESAF 46%
GV [Y VALUE]
Utkarsh 161%
SONATA 60%
Suryoday 105%
SVCL 116%
Arohan 31%
Fusion 245%
RGVN 32%
-10%
40%
90%
140%
190%
240%
290%
0 2 4 6 8 10 12 14 16 18
CAGR for last 5 years
…have resulted in strong growth across the MFI sector
Rate of growth of top MFIs Key Players Total Loan Portfolio
(in Rs. Cr)
FY 10 FY 11 FY 12 FY 13 FY 14 FY 15
SKS 4,320 4,110 1,806 2,359 3,113 4,171
Janalakshmi 65 182 352 962 2,053 3,774
Ujjivan 370 625 703 1,126 1,617 3,274
Equitas 605 793 724 1,134 1,503 2,144
Satin 169 229 319 578 1056 2,141
GK 330 250 381 523 810 1,447
ESAF 155 208 281 421 605 1,016
GV 605 520 520 541 726 1,014
Utkarsh 6 32 75 178 356 728
SONATA 56 83 102 182 346 595
Suryoday 16 48 94 152 327 581
SVCL 9 35 56 100 213 423
Arohan 98 90 54 90 190 384
Fusion 0.6 11 37 57 138 295
8
Despite the AP crisis the MFI sector has grown phenomenally with average CAGR > 70% for top MFIs
Saija in this period has grown at a 94% CAGR during this period, beating many leading names!!
Saija 4.6 9.8 2.4 24.5 51.4 129.5
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Government remains focused on financial inclusion through Payment Bank and
Small Finance Bank license
Recommendations of the “Committee on
Comprehensive Financial Services for Small
Business and Low Income Households”
Sufficient access to affordable formal credit
Universal Access to a Range of Deposit and Investment
Products at Reasonable Charges
Universal Access to a Range of Insurance and Risk
Management Products at Reasonable Charges
Ubiquitous Access to Payment Services and Deposit
Products at Reasonable Charges
Right to suitability of products and consumer protection
Universal Electronic Bank Account (UEBA) for all Indian
residents by 2016
Payment Banks
Limited range of products (like deposits &
remittances) but widespread network of
access points
Small Finance Banks (SFBs)
Bring down the borrowing costs for MFIs so that the same could be passed on to the poor borrowers
Savings Channel: Bring in the borrower into organized financial services through the savings product
Micro-Banking: RBI would like to bring Banking sector‟s best practices into Microfinance
Strong Investor Interest: Microfinance sector has managed to attract private capital from both mainstream and
impact investors; global Investors have shown interest in the Indian Banking sector
Proven Success Model: Strong bounce-back by MFIs by growing rapidly despite the AP crisis
Improved Direct Benefit Transfer access: Govt. has strong focus to cut subsidies by focusing on DBTs
Deeper Financial Inclusion: Limited success of mainstream banks to undertake financial inclusion
Unique Delivery Model: Microfinance has a distinct model to deliver boutique of financial services to poor and
rural population
Will provide a whole suite of basic banking
products with local focus and ability to serve
smaller customers
• 10 entities awarded SFB license in Sept 2015
• 8 of these are MFIs: Disha, Equitas, ESAF,
Janalakshmi, RGVN, Suryoday, Ujjivan, Utkarsh
• 11 entities got in principle approval in Aug 2015 -
RIL, Aditya Birla Nuvo, Paytm, Vodafone, Airtel, Dept.
of Posts, Cholamandalam, Tech Mahindra, NSDL, Fino
PayTech, Sun Pharma‟s Dilip Sanghvi
Source: RBI
9
Saija is the next most impactful entity after RGVN (GLP = Rs 227 crs) in the region !!
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…while strengthening the micro credit sector by setting up the „MUDRA Bank‟
Micro Units Development and Refinance Agency Bank (MUDRA Bank) – Funding the Unfunded
Why MUDRA Bank? To cater to MSME segment which are deprived of credit aid from regular banks, helping them to work efficiently and create employment
Will bring in regulatory framework for the MSME sector
Will also be an alternative institute for providing loans to MFIs and NBFCs
Regulate lenders of microfinance and bring stability through regulation and inclusive participation
Extend credit support to MFIs and agencies in financial inclusion (including guarantee)
Introduce a system of performance rating and accreditation for MFIs
Introduce appropriate technologies to assist in the process of efficient lending, borrowing and monitoring of distributed capital
Build a suitable framework under the Pradhan Mantri MUDRA Yojana for developing an efficient last-mile credit delivery system to small and
micro businesses
Objectives of
MUDRA Bank
Product Offerings
Segment Loan Amount
Shishu - Starter up to Rs 50,000/-
Kishor - Mid stage finance seeker Above Rs 50,000/- and up to Rs 5 lakh
Tarun - Next level growth seeker Above Rs 5 lakh and up to Rs 10 lakh
Functioning Initial corpus of Rs 20,000 crore and a credit guarantee fund of Rs 3,000 crore
It will initially function as a NBFC and as a subsidiary to SIDBI and later it will be made into a separate company
10
Saija is the first MFI to partner with MUDRA Bank for the distribution of cobranded cards, offering a cash credit facility to small
business owners, shopkeepers etc
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
11
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Date Company Investors Deal Value
(US$ mn)
Feb-11 Satin Creditcare Network ShoreCap II Limited, Danish Microfinance
Partners 8.9
Mar-11 Svasti Microfinance BlueOrchard 1.0
Apr-11 ESAF Microfinance Dia Vikas Capital 0.9
Apr-11 RGVN NE Microfinance Dia Vikas Capital 1.5
Jun-11 Utkarsh Microfinance IFC, Aavishkaar Goodwell, Norwegian
Microfinance Initiative 5.5
Jun-11 Janalakshmi Financial
Services Citi, Tree Line, Others 14.4
Aug-11 Bandhan IFC 27.4
Dec-11 Arman Financial Services Incofin 3.0
Feb-12 Ujjivan Financial Services Sequoia Capital India, FMO, Unitus,
Wolfensohn & Co., Lok Capital, IFIF 25.5
Jun-12 Saija Finance Accion International, Pragati Fund 4.5
Jun-12 Annapurna Microfinance Incofin 2.4
Jul-12 Janalakshmi Financial
Services
Citi, India Financial Inclusion Fund, GAWA
Microfinance Fund, Others 14.5
Aug-12 Ujjivan Financial Services Lok Capital NA
Sep-12 Sonata Finance Creation Investments, MSDF 11.2
Sep-12 Ujjivan Financial Services IFC, FMO 9.5
Sep-12 Arohan Financial
Services IntelleCash 10.0
Oct-12 Suryoday Microfinance HDFC 1.3
Oct-12 Equitas IFC, MicroVentures, IFIF 26.0
Jan-13 Suryoday Microfinance Aavishkaar Goodwell & Lok Capital 3.8
Feb-13 Fusion Microfinance NMI, Incofin 4.5
Microfinance sector has attracted US$800 mn+ from private equity investors
Investment activity post AP crisis
Date Company Investors Deal Value
(US$ mn)
Mar-13 Utkarsh Microfinance IFC, NMI, Aavishkaar Goodwell 4.5
Mar-13 Grameen Financial Creation Investments, Micro Ventures,
Incofin 10.0
Mar-13 Satin Microfinance MicroVest, Shorecap II Ltd. & Danish
Microfinance Partners 10.9
Apr -13 Suryoday Microfinance IFC 2.78
Aug- 13 Janalakshmi Financial
Services Citi, Morgan Stanley, Tata Capital, India
Financial Inclusion Fund, Others 56.6
Sep- 13 Swadhaar SIDBI 0.5
Sep- 13 Sahayog SIDBI 0.5
Oct- 13 Ananya WWB ISIS Fund and IDBI Bank 3
Oct-13 Arohan Financial Services Aavishkar Goodwell, MSDF, others 3.5
Mar-14 Annapurna Incofin, Belgian Investment Company 5.0
Apr-14 Satin Microfinance NMI 4.5
Jul-14 RGVN Microfinance OikoCredit, NMI, DVC 7.0
May-14 Equitas Lok Capital, Creation 13.6
Oct-14 Janalakshmi Financial
Services Morgan Stanley, Tata Capital, Texas Pacific
Group 77.0
Nov-14 Equitas IFC, FMO, CDC, DEG, IFIF, Creation 53.0
Dec-14 Utkarsh Microfinance IFC, CDC, Aavishkaar Goodwell, Lok Capital,
NMI 21.0
Jan-15 Bandhan IFC,GIC 260.0
Jan-15 Ujjivan Financial Services IFC, CDC, CX Partners, Newquest 100.0
Mar-15 Annapurna Microfinance SIDBI 4.2
Mar-15 Arohan Financial Services Tano Capital 10.0
Almost all MFIs got funded during this period from a variety of sources that includes equity, debt and NCD.
More importantly the sector saw investment from mainstream private equity funds e.g. CVCI, Wolfensohn, Sequoia Capital, Morgan Stanley, Tata Capital, Alena Pvt
Ltd, Tano Capital, Texas Pacific Group, CX partners, Newquest; also from DFIs like BIO, IFC, FMO, GIC, Samridhi Fund, CDC and Proparco and strategic investors
like Manappuram Finance
12
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Total debt funding in Q4 FY15 increased by 91% over
total debt funding in Q4 FY14 while the former increased
by 29% over total debt funding in Q3 FY15
Complemented by US$5 bn+ from debt funders
Variety of instruments utilized to raise funding by MFIs
3
5.6
61
.1
90
.6
11
6.7
Q4 FY 1 3 Q4 FY 1 4 Q3 FY 1 4 Q4 FY 1 5
Total Debt Funding ( In Rs. bn)
Andhra Bank Bank of Baroda Bharatiya Mahila Bank Bank of Maharashtra Central Bank of India Corporation Bank Dena Bank IDBI Bank Indian Bank Indian Overseas Bank Oriental Bank of Commerce State Bank of India Bank of India State Bank of Patiala State Bank of Travancore Syndicate Bank UCO Bank Union Bank of India United Bank of India Vijaya Bank
Allahabad Bank
State Bank of Mysore
Canara Bank
PSU Banks Private Banks NBFCs
Foreign Banks
NCDs
Axis Bank
Catholic Syrian Bank
City Union Bank
Development Credit Bank
Dhanalaxmi Bank
Federal Bank
HDFC Bank
IndusInd Bank
Karnataka Bank
Kotak Mahindra Bank
Lakshmi Vilas Bank
Ratnakar Bank
South Indian Bank
Yes Bank
ICICI Bank
ING Vysya Bank
Blue Orchard
Deutsche Bank
responsAbility
Triodos
Symbiotics
Grey Ghost Ventures
FMO
Triple Jump
Oiko Credit
IFC
Microvest
Bank of America
Credit Agricole
First Rand Bank
HSBC
Standard Chartered
State Bank of Mauritius
Societe Generale
Deutsche Bank
MAS
Ananya
IFMR
Maanaveeya Holdings
Microventures
Reliance Capital
Mahindra Finance
Capital First
Tata Capital
ECBs
OPIC
World Business Capital
IFC
13
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
14
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Saija started its journey in Bihar, which has historically been underdeveloped Recently expanded to Eastern Uttar Pradesh and Jharkhand (East India)
Key indicators Bihar
State Capital Patna
Population 103 million
5th most populous state
Population Density 1,102 persons per sq km
Gross State Domestic Product
(GSDP)
US$ 66 billion
Ranked 13th out of 28 states
Economy
80% of state‟s population depends on agriculture
GDP constitution: Primarily service oriented (73% of the
economy of the state), with agriculture coming in second (22%)
and industry last (5%)
Key indicators Jharkhand Uttar Pradesh
State Capital Ranchi Lucknow
Population 33 million 204 million
Most populous state
Population Density 414 persons per sq km 820 persons per sq km
Gross State Domestic Product
(GSDP)
US$ 36 billion
Ranked 16th out of 28 states
US$ 161 billion
Ranked 3rd out of 28 states
Economy
Tertiary sector contributes
56% to GDP, followed by
Primary (22%) and
Secondary (21%)
Tertiary sector contributes
42% to GDP, followed by
Secondary (32%) and
Primary (26%)
15
Census of India, 2011
Brief overview of states Saija operates in
Uttar Pradesh
Jharkhand
Bihar
-
16
Saija‟s focus states are home to one-third of India‟s rural population While more than two-thirds of India lives in rural areas, the proportion is much higher for Bihar, UP and
Jharkhand
Uttar Pradesh and Bihar are the two largest states in terms of rural population, and along with Jharkhand are home to
one third India‟s rural population
68%
76%
78%
89%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Telangana
Karnataka
Punjab
Andaman and Nicobar Islands
Haryana
India
West Bengal
Uttarakhand
Manipurβ
Nagaland
Madhya Pradesh
Jammu and Kashmir
Tripura
Sikkim
Rajasthan
Jharkhand
Chhattisgarh
Arunachal Pradesh
Uttar Pradesh
Meghalaya
Odisha
Assam
Bihar
Himachal Pradesh
200 mn
103 mn
33 mn
336 mn
Saija is focused on states having 336 mn rural
population, one-third of total rural population
residing in India, which has low access to quality
financial services
-
Bihar lags behind its peers, ranking amongst the lowest 5 states by GDP/capita Uttar Pradesh and Jharkhand are also laggards
Despite good growth, state domestic product per capita continues to
lag behind the national average over the last decade
Link: IBEF Report on Bihar, August 2015
17
3.3%
1.8%
7.9%
8.6%
2.7%
16.5%
0% 5% 10% 15% 20%
Bihar
Jharkhand
Uttar Pradesh
Population as a %age of all states GSDP as a %age of all states
196
463
326
740
649
1111
755
1389
0 200 400 600 800 1000 1200 1400 1600
Bihar
Jharkhand
Uttar Pradesh
India
2015 2005
CAGR
6%
9%
9%
13%
GSDP per Capita – Comparison versus national average GSDP by state – Comparison vis-à-vis state population
GSDP (Gross state domestic product), a measure of economic
activity, is disproportionately adversely skewed for Saija‟s focus
states
http://www.ibef.org/download/Bihar-August-2015.pdf
-
57 74
97
150
- 100 200 300 400 500 600 700
Bihar
Uttar Pradesh
Jharkhand
Assam
Chhattisgarh
Manipur
Rajasthan
West Bengal
Meghalaya
Madhya Pradesh
Tripura
Odisha
Mizoram
Arunachal Pradesh
India
Jammu and Kashmir
Nagaland
Andhra Pradesh
Gujarat
Maharashtra
Telangana
Uttarakhand
Himachal Pradesh
Haryana
Kerala
Karnataka
Punjab
Tamil Nadu
Sikkim
Delhi
Goa
18
Banking infrastructure in Bihar, Jharkhand and UP remains weak Low ATM and bank branch penetration
Bihar, Jharkhand and Uttar Pradesh are home to 28% of India‟s
population, but have access to only 13% of ATMs deployed
*ATMs per mn people
Bihar, Jharkhand and Uttar Pradesh are home to 28% of India‟s
population, but have access to only 19% of bank branches
55
74
78
100
0 50 100 150 200 250 300 350 400 450 500
Manipur Bihar
Assam Nagaland
Uttar Pradesh West Bengal
Madhya Pradesh Jharkhand
Chhattisgarh Rajasthan
Arunachal Pradesh Odisha Tripura
Meghalaya Maharashtra
India Gujarat
Jammu & Kashmir Tamil Nadu
Mizoram Karnataka
Dadra & Nagar Haveli Andaman & Nicobar Islands
Haryana Uttarakhand
Kerala Sikkim
Delhi Punjab
Andhra Pradesh Himachal Pradesh
Goa
*Bank branches per mn people
This access is also largely driven
by public sector banks while
private sector banks, both
domestic and foreign, have not
focused on these regions for
opening new branches or ATMS
-
19
Consequently, these states rank low on financial inclusion metrics
Bihar, Jharkhand and UP are the lowest scoring states in India
on the CRISIL Inclusix, a financial inclusion index
Low (55)
CRISIL Inclusix is a composite measure of
financial inclusion. It is a relative scale (0-
100) comprising 3 parameters – Branch
Penetration, Deposit Penetration and
Credit Penetration for banking and MFIs.
India national average = 50.1 (2013)
Bihar has the lowest credit per capita and deposit per capita amongst all
states, with UP and Jharkhand being substantially below national average
Credit – deposit ratio trails behind national averages as well
0 10 20 30 40 50 60 70
India (Average)
Uttar Pradesh
Bihar
Jharkhand
Deposit per capita Credit per capita
‘000 INR
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
India (Average)
Uttar Pradesh
Bihar
Jharkhand
-
Bihar‟s, Jharkhand‟s and Uttar Pradesh‟s unemployment rates for youth are higher than the national average
Low economic activity has translated into unemployment Unemployment rates are the highest in Bihar amongst all states in India for the urban populace
Of 12.9 million persons engaged across the Indian
industry, Bihar accounted for only 116,396 people i.e.
less than 1% with primary sectors like agriculture
being the highest employer
Similarly, the 66th round of the National Sample
Survey Organisation (NSSO) report puts the
projection of unemployed youth in Uttar Pradesh in
the age group of 15-35 at whopping 10 mn by the end
of 2017
Link: The Wire: The Better Educated You Are in Bihar, the Likelier You Are to Be
Unemployed, Labour Ministry Data for 2014, Article: UP to have 1cr unemployed youth by
2017
2.4 2.9 2.5
8.4
19.1
25.7
0
10
20
30
Not literate Below Primary Primary Middle-Higher Secondary Diploma/Certificate Graduate and Above
Unemployment in Bihar by education level
20
4.7%
6.7%
7.7%
5.9% 5.5%
9.6%
6.5%
7.9%
4.9%
7.0% 7.4% 7.3%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
India Bihar Jharkhand Uttar Pradesh
Rural Urban Total
Educated and qualified young people are more likely to be unemployed in Bihar than youth who are illiterate or with low education
http://thewire.in/2015/09/10/the-better-educated-you-are-in-bihar-the-liker-you-are-to-be-unemployed-10454/http://timesofindia.indiatimes.com/city/lucknow/UP-to-have-1cr-unemployed-youth-by-2017-National-Sample-Survey-Organisation/articleshow/21113783.cms
-
Consequently, social progress has been slow
Low literacy rates and high incidence of poverty
Bihar has the lowest literacy rate amongst all states in India More than 40% of Bihar, Jharkhand and UP struggles below poverty
line
Census 2011
21
74%
63%
67%
69%
55% 60% 65% 70% 75%
India
Bihar
Jharkhand
UP
0% 10% 20% 30% 40% 50%
India
Bihar
Jharkhand
UP
Below Poverty Line Population - Total Below Poverty Line Population - Rural
-
Saija is focused on Bihar, Jharkhand and Uttar Pradesh – states with high need
for microfinance - and is poised to be a leader in the region
Microfinance snapshot - UP
No. of MFIs operating 22
Total no. of SHGs in the state 403,932
Total credit - client outreach (in mn) ~ 4.7
Total portfolio outstanding (in Rs. mn) (MFIs + SHG) 32,043
Rate of financial exclusion 82%
Coverage of fin. excluded families by MFIs 13%
Microfinance snapshot - Bihar
No. of MFIs operating 17
Total no. of SHGs in the state 231,763
Total credit - client outreach (in
mn) ~ 2.5
Total portfolio outstanding (in
Rs. mn) (MFIs + SHG) 10,431
Rate of financial exclusion 95%
Coverage of fin. excluded
families by MFIs 16%
Microfinance snapshot - Jharkhand
No. of MFIs operating 17
Total no. of SHGs in the state 231,763
Total credit - client outreach (in
mn) ~ 2.5
Total portfolio outstanding (in
Rs. mn) (MFIs + SHG) 10,431
Rate of financial exclusion 95%
Coverage of fin. excluded
families by MFIs 16%
22
There is no other financial institution based out of Bihar barring Saija
213,498 Clients
Rs 251 crore portfolio*
60 Branches + Spokes
3 States , 31 districts
701 Employees
Saija snapshot as of Mar‟17
-
Saija is poised to emerge as a leader in financial services distribution Saija’s target states represent an incremental market of $6 bn (conservative estimate)
Bihar Jharkhand UP
Total number of clients 2,270,000 540,000 2,530,000
Current MFI coverage (5 people per hh, only 1 person is a client)
11,350,000 2,700,000 2,650,000
%age of BPL population 40.65% 40.30% 32.80%
Total BPL population 41,869,500 12,855,700 66,977,600
Average outstanding per borrower* 19,464 16,961 19,973
Untapped populace 30,519,500 10,155,700 54,327,600
- Incremental Clients 6,103,900 2,031,140 10,865,520
- Incremental Portfolio Potential (Rs crs)
11,881 3,445 21,702
Saija‟s current focus markets provide an untapped market opportunity of
Rs 37,000 crs (US$ 6 bn)
23
No scheduled commercial banks has its
headquarters in Bihar, Jharkhand and Uttar Pradesh
13
7
5
3
3
5
1
1
1
1
2
1
1
Number of significantly sized banks
headquartered per state One of the reasons of low financial inclusion is that
no scheduled commercial bank is based out of this
region, contributing to lower focus
-
Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
24
-
25
Saija is the beacon of Eastern India built on foundation of execution,
transparency and impact
Business
Overview
Saija Finance Private Limited is the only NBFC-MFI (Non Banking Finance Company – Micro Finance Institution) with its head
office in Patna (Bihar), and focused on Eastern India
Key focus on highly underdeveloped states like Bihar, Jharkhand and Uttar Pradesh
Focuses on providing group loans for income generating activities, by the implementation of the Grameen model of the Joint-Liability
Group (JLG) lending method
Vision
and
Mission
Saija‟s vision is to be a value-driven company that creates significant social impact through high-quality microfinance and allied
services.
Saija‟s mission is to “bring innovative and transparent microfinance to millions in urban and rural India. Our committed and skilled
team will provide customer-focused and efficient services to help our customers improve their quality of life.”
Core
Values
Transparency
Trust
Honesty
Fair-Practices
Non-Discrimination
Discipline
Accountability
Responsibility
Professionalism
Excellence
Creativity
Innovation
Continuous Learning
Social Responsibility
Sensitivity
Awareness
Regional
Focus
Saija was formed with a focus on providing microfinance services to urban and rural poor, as well as micro and small businessmen, in
the underserved geographies of Central & Eastern India, starting with Bihar
The geographic regions served by Saija are amongst the poorest in India and also are grossly underserved by formal financial
institutions
*Including managed portfolio
-
26
…by building on internal competencies and ecosystem feedback
With Bandhan, the leading East India based microfinance institution becoming a bank, and RGVN and Utkarsh changing their
focus to SFBs, Saija faces limited competition in the region
Entrepreneurship – Led by 2
professionals who are natives
of Bihar driven by a strong
desire to make an impact
Employment generation –
Entire staff is from Bihar who
would otherwise have limited
opportunities to work in world
class organizations
Livelihood creation – Saija was
the first MFI to have its head
office and focused operations in
Bihar.
Transparency – IT driven
organization with strong
systems and processes
Private equity capital – Equity from
2 global impact investors in a
geography where even
government support has been
minimal
Funding – Despite multiple options
available, lenders (banks and
NBFCs) have supported Saija
Government partnership –
MUDRA selected Saija as its
partner amongst many larger
peers
Model institution for international
organization – Time and again
multiple international organizations
have visited Saija to understand a
model MFI
A strong foundation
Only institution to have emerged from
Bihar that has occupied national center
stage on a variety of aspects
Acknowledged and rewarded
by the ecosystem
An organization in, by and for
Eastern India
-
Saija has a history of creating strong social impact since its inception in 2007
2007-08
Saija Finance Private Limited formed as a Non Banking Finance Company (NBFC) in April 2007
First loan product Saija Karobar Rin launched
Technical assistance agreement with Accion International
2009-12
2009 – Equity Investment by Accion
2009 - Expansion outside Patna, the state capital
2010 – 3 new branches opened
2012 – Equity infusion from Pragati Fund and Accion
2013*
30,833 clients
7 branches
Portfolio of Rs 25 crs
Saija is identified by SIDBI for support under their DFID sponsored PSIG (Poor State Inclusive Growth) Programme
SIDBI invests Rs 3 crs in the form of Optionally Convertible Preference Shares (OCPS)
2014*
47,758 clients
9 branches
Portfolio of Rs 51 crs
Expansion to state of
Jharkhand
Saija is graded MF2 by ICRA
which implies high sustainability of operations
2015*
109,158 clients
27 branches
Portfolio of Rs 122 crs
Saija over the years has emerged as a strong value-based and systems-driven company with a high level of customer focus,
strong corporate governance and sound ethical practices
*Represents Indian financial year end =
March 31st
27
Snapshot as of Mar‟17
213,498 Clients
Rs 251 crore portfolio
60 Branches + Spokes
3 States , 31 districts
701 Employees
2016*
166,882 clients
49 branches
Portfolio of Rs 216 crs
-
Founded by experienced professionals, with a history of successfully scaling
businesses
S.R. Sinha (Chairman and Managing Director)
36+ years of experience in retail banking, housing finance and insurance An alumnus of FMS, Delhi University
Founding MD, Maharishi Housing Development Finance, an NBFC, which became a very strong player in very early years of its operations with
one of the best growth rates in the housing finance sector and a 100% recovery record
Under the leadership of Mr. Sinha in less than 4 years, asset under management increased from Rs 20 crs to Rs 100 crs. Subsequently the
portfolio of the company merged with ICICI Bank
Mr. Sinha subsequently worked for Lord Krishna Bank, as Senior Vice President, Retail Assets and as Country Head – Cross Sell with Centurion
Bank of Punjab.
Rashmi Sinha (Whole Time Director)
31+ years of experience in the field of human resources and management education 18 years of experience with Steel Authority of India, the leading public sector steel giant, in the area of HR. Ms. Sinha also participated as a
member of the Core Team in turnaround strategies for SAIL. She was involved in implementation of a new HR Initiatives at SAIL involving revised
performance management systems, training and development initiatives and plant level study of various productivity parameters.
Ms. Sinha has also been involved as a visiting and permanent faculty in reputed management institutes across Delhi. She has been
conducting successful workshops on leadership, interpersonal effectiveness, change management, effective communication and team work.
She has a number of publications to her credit which have found place in reputed management journals.
She is an Economics Graduate from Lady Shriram College, Delhi University and MBA from Faculty of Management Studies, Delhi University.
The founding team has more than 50 years of cumulative corporate experience, and is committed to making an impact
in high need geographies like Bihar
28
-
Supported by a strong management team
Ramandeep Singh Chadha (VP – Finance & Accounts and Resource) Joined Saija in November 2016 and is currently heading the Resources,
Operations, Risk, and Strategy. He is a member of the Institute of Chartered Accountants of India and the Institute of Company Secretaries of India and also
a Commerce Graduate from Delhi University. He has a 6 years‟ experience in Assurance working with BSR & Co. LLP (an affiliate of KPMG) in complex and
multi-cultural organizations spread over Industries like Financial Services, Consumer/ Industrial Markets, Automobile, Trading, Service sector etc. During his
tenure, he has also served in the international markets while working with KPMG LLP, New York (USA) and KPMG Lower Gulf (UAE). Over the last two
years, he has spiritedly worked in the financial service industry striving to uphold the highest professional standards.joined Saija in November 2015. She has
nearly 14 years of rich experience in accounting, finance, audit, direct & indirect taxation, MIS and commercial affairs. Previously, she has been associated
with SEED Financial Service Private Limited and Oracle India Private Limited. She is a MA Economics graduate from Jai Narain Vyas University and is also
a Chartered Accountant.
G R K Sarma (VP – Commercial and Operations) Joined Saija in August 2016. He is heading the commercial team in Saija. He has an experience of
more than 20 years in Micro Finance Industry .He has also worked with Share Microfin Limited, Asmitha Microfin Limited, VFM Finance, and Alwar General
Finance Company Private Limited.
Rajnish Kumar (AVP – Commercial, Uttar Pradesh) joined Saija in September 2012. He is heading the Commercial Team (Business Head). He has an
experience of 8 years in banking and micro-finance sector and is an MBA with specialization in Marketing and Finance. Prior to Joining Saija he was with
Satin Credit care Network limited where he was looking after internal audit and risk management function of company. He has also worked with ICICI Bank
with credit team of Business Lending Group.
Manjeet Roshan (AVP – Commercial, Bihar) Joined Saija in July 2016. He is heading the Commercial Team (Business Head) in Bihar. He has an
experience of 13 years in banking and micro-finance sector. Prior to Joining Saija, he was with Margadarshak Financial Service Limited where he was
looking after Business Development across all vertices of the company. He has also worked with ICICI Bank in Commercial Banking Group, Axis bank in
Trade Finance department and with Andhra bank in Trade Finance & General Department.
.
29
Professional team of 50 corporate staff, with experienced individuals heading key functions
-
Supported by a strong management team
MD Tofique Alam (Senior Manager – Commercial, Jharkhand) Joined Saija in July 2016. He is heading the Commercial Team (Business Head) in
Jharkhand. He has an experience of 4 years in Internal Audit. He has done PGDM Finance from XISS. Prior to Joining Saija, he was with Samunnati
Financial Intermediations and IFMR Rural channels where he was looking after the internal audit. He has also worked with ICICI Securities as a relationship
manager.
Thakur Manish Singh (Senior Manager – IT) is an IT professional with an experience of over 7 years. Earlier employed with Xenitis Group Ltd, his core
strengths are managing IT infrastructure, Server and Network side Administration and developing business systems for organization with different verticals.
He has several global technical certifications from organisations like Red Hat, Microsoft and Cisco. He is a M.Tech in Computer Science and has done
Master in Computer Science from Karnataka University and has also done Post Graduate Diploma in IT Infrastructure Management from SMU.
Nishi Sinha (Senior Manager - HR) has been with Saija for the past 7 years and leads the HR practices in the areas of Performance Management,
Recruitment, Staff Motivation and Training. She is an MBA from CIM, Patna.
Soubhagya Nayak ( Senior Manager – Strategy ) Joined Saija in June 2014.He assists top management in drafting business strategy and is responsible
for periodically scanning competitive environment and assist top management in reporting to the Board. He has 2 years of work experience in Operations.
He is B. Tech from BPUT University and has done PGDM from IIM Ranchi.
Anuradha Rawat (Company Secretary) looks after the statutory compliance of the company. She received membership from the Institute of Company
Secretaries of India, New Delhi in 2011. She holds Bachelors degree from Prestigious Delhi University.
30
Professional team of 50 corporate staff, with experienced individuals heading key functions
-
Leading investors in the impact investment ecosystem have given their support
to Saija
Setup in 2011, Pragati India
Fund is an India focused
private equity fund investing in
small and medium sized
companies with strong
entrepreneurial and
management capabilities.
Pragati partners with
businesses based out of North
& Central India that are looking
to grow, and works with them
by providing capital and
operational support.
The fund has commitments
from Commonwealth
Development Corporation
(CDC, the investment arm of
the UK Government) and
International Finance
Corporation (IFC, the private
sector arm of the World Bank).
As of date, the Pragati portfolio
has become a part of CDC‟s
India operations.
A global pioneer and leader in
microfinance, Accion was found
in 1961 and has to-date helped
build 63 microfinance institutions
in 32 countries on four
continents.
As of March 2014 those
institutions were collectively
serving 4.96 million people with
microloans and 3.64 million
people with savings products.
Apart from making equity
infusion in Saija, Accion also
provides key management talent
support and extensive high
quality technical assistance.
They have also provided grant
support for strengthening the
company.
With support from Credit Suisse,
Accion also provides free and
regular capacity building
interventions at Saija Finance.
Accion
invested in
Saija in
2008
Pragati
invested in
Saija in 2012
SIDBI Foundation for Micro
Credit (SFMC) was launched
by the Bank in January 1999
for channelizing funds to the
poor in line with the success of
pilot phase of Micro Credit
Scheme.
SFMC‟s mission is to create a
national network of strong,
viable and sustainable Micro
Finance Institutions (MFIs)
from the informal and formal
financial sector to provide
micro finance services to the
poor, especially women. In
keeping with its mission, SIDBI
Foundation identifies nurtures
and develops select potential
MFIs as long term partners and
provides credit support for their
micro credit initiatives
SIDBI invested in Saija in
2013
Promoters,
6.38%
Accion, 40.61
%
Pragati Fund, 34.28
%
ESOP, 18.73
%
Promoters Accion Pragati Fund ESOP
SIDBI holds 3,000,000 optionally
convertible preference shares which
are not reflected in the shareholding
pattern demonstrated (INR 3 crs)
ESOP includes MSOP for Promoters,
taking the total promoter
shareholding to 14.3%
31
-
High corporate governance with reputed independent directors
Ravi Shankar (Independent Director)
Founder Director of Brickwork Ratings; Finance professional with 25+ years of experience
Ex-MD, Asia-Pacific Risk Solutions Business, Standard and Poor’s and simultaneously Executive Director, CRISIL (heading the India Risk Solutions
Business); Ex-President & CEO, Polaris Retail Infotech Ltd.; CEO of Cholamandalam Cazenove Mutual Fund; Fund Manager & Vice President at Reliance
Mutual Fund; Chief Investment Officer of GIC Mutual Fund, etc.
Shaibal Gupta (Independent Director)
Social scientist, Founder Member-Secretary of Asian Development Research Institute in Patna, Bihar; Director of Centre for Economic Policy and Public
Finance, set-up in ADRI by the Government of Bihar; Best known expert on the politics and economics of Bihar.
He has held advisory positions in various committees. He was a director of the Andhra Bank until his term expired and Member Executive Committee,
National Literacy Mission (NLM) – India, Government of India, Ministry of HRD, New Delhi.
Carlos Castello (Accion Nominee Director)
Manages Root Capital‟s global program operations, including lending, risk management, and financial advisory services.
He brings 25 years of experience at ACCION International, having served most recently as executive managing director of global programs. In this
position, he managed and coordinated ACCION‟s technical assistance and management services for more than 30 microfinance partner institutions in
Africa, China, India, and Latin America.
Carlos holds an M.A. in economics and an M.S. in Foreign Service from Georgetown University as well as a B.A. in international administration from Union
College.
Abhishek Agrawal (Accion Nominee Director)
Currently heading Accion in India as Country Director
Abhishek had been seconded to Swadhaar FinServe Pvt. Ltd. as CFO in 2010. Prior to joining the Swadhaar team, he was seconded by Accion to YES
Bank for microfinance division. Before joining ACCION, Abhishek worked for nearly 5 years with FINCA International, a global network of microfinance
institutions (MFIs).
32
-
High corporate governance with reputed independent directors
Vishwanath Pratap Singh (Independent Director)
He has long exposure with international financial institutions including World Bank, Asian Development Bank, European Investment Bank, KFW, DEG,
FMO, Japan Development Bank and JABIC in the areas of co-financing of infrastructure projects and institutional development
Ashutosh Binayake (Pragati Fund, Nominee Director)
He has over fifteen years of experience in India across project finance, private equity and corporate finance. He also functions as CFO for UTI Capital
He has strong infrastructure expertise and at UTI Capital he focuses on originating and evaluating equity investments, over-seeing the portfolio and
creating exit opportunities within the private equity business.
Bhanu Prakash Verma (SIDBI Nominee Director)
Deputy General Manager in Small Industries Development Bank of India(SIDBI), having experience in development banking, promotion and financing of
MSMEs. SIDBI is an internally acclaimed financial institution. It provides financial and development assistance to micro, small and medium enterprises
towards creating sustainable business units.
Alok Prasad (Advisor Strategy)
He is former MFIN CEO has joined the board of Saija as a permanent invitee and shall be the Advisor strategy for the company.
He is a veteran banker with over 30 years of both public and private sector banking and financial services experience.
He was formerly the Country Director of Citi Microfinance Group (India) and the Head of Strategy, Business Development for the Global Consumer Group
Citibank India.
He has served with distinction in the RBI for over 15 years across various departments of the Bank. He was also a member of the start-up team of the
National Housing Bank, a statutory body wholly owned by RBI, where he played a pivotal role in the formulation of policies for the development of the
housing finance sector in India.
He has also, served on the Committee set up by the Ministry of Finance, Government of India, for drafting of the Micro Finance Bill for India.
33
-
Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
34
-
Focus on income generating and high social impact products Saija has 3 loan products currently
Ticket size
Tenor
Rate
End Use
Rs 5,000 to 100,000
Up to Rs 15,000: 1 year tenure
Rs 16,000- Rs 1,00,000: 2 Years tenure
Weekly/Fortnightly/Monthly
25.71% reducing per annum
For income generation, select consumption
needs like house repair, children‟s education
Saija Mahila Rin (SMR)
Only women borrowers
Rs 5,000 to 100,000
Up to Rs 15,000: 1 year tenure
Rs 16,000- Rs 1,00,000: 2 Years tenure
Weekly/Fortnightly/Monthly
25.71% reducing per annum
For business development purposes
Saija Karobar Rin (SKR)
Both men and women borrowers
Rs 1,899 to 4,999
13 fortnightly installments
25.71% reducing per annum
Personal use
Saija Urja Rin (SUR)
Loan for clean energy products
35
89% of portfolio 10% of portfolio
Innovative product as a part
of Solar Initiative ( 1 % of
portfolio)
Products
Group Sizes 6 – 30 members 4– 6 members NA
Saija has received support from USAID to further its Solar initiative and has tied up with Greenlight Planet to
finance solar products under the Saija Urja Rin
-
Saija follows the Grameen Model, suitably modified to a workable Joint Liability
Group model
36
Promotion Credit
Appraisal
Group
Formation CGT GRT Disbursement
Group
Meetings
Compulsory Group Training
(CGT): Once the group is formed, the
group is given training on: (i)
Products, including insurance (ii)
Policies and procedures to be
followed (iii) Group guarantee
concept (iv) Benefits of the model
CGT consists of 3 modules, each
comprising 1.5 hour long sessions
(last module is GRT)
Group Recognition Test (GRT):
Once the training is completed, Saija
conducts a formal test to ensure that
all the members of the group are
aware of and understand the loan
concepts
For a group to be eligible to receive a
loan from Saija, this test has to be
compulsorily passed
4-6 men/women
(SKR) or 6-30
women (SMR), who
live in the same
area and have
known each other
for the past 3-5
years form a group
The group is self-
made with support
from the Saija
Executive and
includes members
who are
comfortable but
unrelated with each
other
A clear Leader for
the group is also
identified
Household survey
is performed
Each SMR group has a
mandatory weekly or fortnightly
meeting.
During these meetings, the
following takes place: (i)
Discussion of community issues
(ii) Communication of Saija
developments/changes if any
(iii) Collection of repayments
For SKR, there are no group
meetings, the group leader
collects the repayment and
deposits it with Saija field staff
10-15 day process
HighMark credit
appraisal for
(i) Borrower
should not have
more than 1
outstanding loan
from MFIs
(ii) Borrower‟s
outstanding
cannot exceed Rs
100,000
Promotion
meetings
are
planned in
the
village/town
with ABM
leading the
effort.
Usually
involves
meetings
co-lead by
important
persons in
the village
and also
door to
door
canvassing
for people
to attend
the meeting
Disbursement
happens at the
branch (both
hub and spoke)
-
Regional Manager
Unit Manager
Branch Manager
Branch Operations Executive - Hub
Assistant Branch Manager – Hub#1
Field Executives (3-5)
Assistant Branch Manager – Hub#2
Field Executives (3-5)
Assistant Branch Manager – Spoke#1
Field Executives (3-5)
Assistant Branch Manager – Spoke#2
Field Executives (3-5)
37
Saija has a unique hub-spoke model for its branches Hub and spoke model improves efficiency, and is well adapted to infra deficit states like Bihar, Jharkhand
and UP
Hub
Organogram for a typical hub and spoke unit Hub and Spoke system – Details and advantages
Hub Hub Spoke Spoke
Spoke Spoke Hub Hub Hub
Saija has a unit hub spoke format for its branches wherein each branch has
2 spokes
This is a recent innovation (2014) to promote efficiency in the branch
economics, given Bihar and Jharkhand have strong challenges on the
infrastructure front (e.g. low connectivity, frequent power outages)
Hubs have full infrastructure needed (e.g. computers, operations support) for the
functioning of the hub and spoke
Spokes are operating units with minimum infrastructure: Each spoke is headed by
an Assistant Branch Manager who reports to the Hub Branch Manager. ABM in
turn manages 4-5 Field Executives.
Each Hub is headed by a Branch Manager who has 2 ABMs reporting to him at the
Hub and 2 ABMs at the spoke.
Each hub also has a Branch Operations Executive for data entry and other
operational tasks.
In all, an ideal branch will have ~15-20 Field Executives including spokes.
-
Saija uses OMNI platform which has integrated credit and accounts functionality OMNI is a flexible, comprehensive software which allows Saija to manage core banking as well as accounts
finalisation on one platform
38
-
Saija places strong emphasis on responsible lending Various initiatives to ensure transparency in lending practices
Saija is a „responsible lender‟ that ensures that best practices in consumer protection are followed throughout its products and services
Saija‟s lending methodology places strong emphasis on establishing the customer‟s capacity to repay and avoiding over-
indebtedness.
Capacity-based lending has been a trademark of Accion International and its partner institutions around the world and has been
successfully adopted by Saija.
Multiple lending and over-indebtedness are becoming a concern in the Indian microfinance space, and various initiatives including the
adoption of a code of conduct for responsible lending and the creation of a credit bureau for microfinance institutions are underway.
Saija takes various initiatives to ensure that customers are adequately supported and protected by doing the following:
Adoption of the responsible lending principles of the SMART campaign, which is led by ACCION International‟s Center for Financial
Inclusion. The Client Protection Principles encompassed in the SMART campaign are as follows :
Appropriate product design and delivery
Prevention of over-indebtedness
Transparency
Responsible pricing
Fair and respectful treatment of clients
Privacy of client data
Mechanisms for complaint resolution
Adoption of a Code of Conduct derived from the Compliance with the Codes of Conduct of Microfinance Institutions Network (MFIN),
an association of Indian microfinance companies and Sa-Dhan, the Association of Community Development Financial Institutions.
Information disclosure on loan features to forums such as MF Transparency
Reporting social performance on the MIX (Microfinance Industry Exchange)
39
-
Private Banks
Saija has diversified its lender base, which now includes banks, NBFCs and
DFIs
NBFCs
DFIs and Impact focused lenders
Public Banks
40
-
41
…which is reflected in rating upgrades by external agencies
41
MFI grading = M2 upgraded from
MfR4 (CRISIL)
Rated high ( SP2+)in Social
Performance Assessment
Rated favourably on social
performance and responsible
financing grading (2014)
Loan Portfolio Audit and
Systems‟ evaluation
conducted stated “good
management systems and
reasonable control
mechanism, which has
helped them to maintain a
good portfolio quality”
Rating upgraded from BB+ to
BBB-
-
Strong growth over the last few years, with improving profitability metrics
Portfolio (Rs crs)
42
2010
2011
2012
2013
2014
2015
2016
2017
Portfolio 4.57 9.76 2.4 24.52 51.42 122 216 251
0
50
100
150
200
250
300
50x increase
in GLP over
the last 4
years
Clients
4,984
30,489
47,758
109,128
166,882
213,498
-
50,000
100,000
150,000
200,000
250,000
2012 2013 2014 2015 2016 2017
21x increase
in client base
over the last 4
years
Revenue and Profitability (Rs crs)
Steady increase in revenue and
profitability metrics over last few years
2.2
4.9
9.5
20.6
-1.7 -0.4
1.1 1
2.3 1.6
-5
0
5
10
15
20
25
2012 2013 2014 2015 2016 2017
Revenue PAT
41.6 60.5
-
43
Compliance and transparency are a fulcrum of the organization…
High focus on being a
compliant and transparent organization
Internal Audit: Monthly audit for all
branches and quarterly audit of corporate
functions by IA team which reports to the
board
Robust Operational Procedures: Well laid out
SOPs as well as a comprehensive IT system
which enables reporting for management decisions at a
fast pace
Independent Directors and
Board Supervision: Saija has 2 reputed
independent directors and 4 investor nominee
directors
Reputed Investors and Lenders: Over 20
investors and lenders have open access to
information in the company highlighting the
transparency in the system
Saija frequently hosts leading names in the
impact ecosystem providing them
with open access to its operations
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…along with constant focus on initiatives to improve organisational efficiency
HR initiatives
Competitive remuneration and career progression offered to all employees, along with a transparent and strong work ethic
(Whistle Blower Policy, Staff Grievance Handling policy, Exit Interviews)
Regular staff satisfaction surveys being conducted (Staff Satisfaction Survey Conducted in 2011, 2013 and 2015)
Partnership with Accion and SIDBI provides Saija staff global exposure and world class training
Talent Retention Survey to understand the motivating factors of employees, analyze the gap areas and taken required measures
Regular and detailed monthly Field Executive Productivity Study carried out to identify areas of weakness and work on them
through focused capacity building and counseling
Performance Management System Study Conducted by Towers Watson which involved review and suitable recommendations
pertaining to existing compensation, performance assessment and reward systems in the company
HR Software on Employee Information Portal which strengthen the HR MIS and smoothen the departmental work
Attrition rate is very low as compared to industry standards
Foreign Training Exposure to employees
Saija boasts of High Retention levels with 39 employees in the company having completed more than 5 yrs and
71 employees having completed more than 3 Years when maximum recruitment (318 out of 450) has been done
only over the last two years
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
45
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Well recognised in the impact ecosystem for being a visionary organisation
serving an underdeveloped region
DFID is extending special assistance to Saija for microfinance and social
upliftment support to one lakh women at the bottom of the pyramid during a
5 year period. A nine member delegation of British Parliamentarians
accompanied by Mr. Sam Sharpe, then head of DFID in India, visited
Saija.
DFID, under PSIG Debt fund scheme, extended a financial assistance of a
term loan of Rs 250 Lakhs. Post the disbursement, British High
Commissioner to India, Sir James David Bevan along with DFID met Saija
clients and discussed the impact of support received to them.
46
SIDBI Chairman visited Saija office for feedback on the MUDRA
prepaid card model
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Various reputed bodies have partnered with Saija to further its mission, and
recognised its impact
Saija has entered into long term technical support facility with IFC; A team from IFC Washington visited Saija to
support in creating a vertical line of business through lending, micro housing finance loans. IFC will be providing both
the technical assistance in launching the product and its ramp up.
Being an IFC investee, Saija reports on a comprehensive Economic, Social and Governance matrix to the Board.
Saija was one of the only three entrepreneurs from Bihar which made it to the list of 67 finalists at the concluding
function of 2nd Bihar Innovation Forum (BIF)
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Recognized by CRISIL as one of the emerging MFIs in the report - “India‟s 25 Leading MFIs”
“Skoch Order-of-Merit Award 2015” was bestowed on Saija for its exemplary work in the field of financial inclusion
Saija has been graded A in SIDBI sponsored Code of Conduct Assessment carried out by Access Assist
Financial literacy training: SIDBI has engaged “Indian School of Microfinance for Women‟ as a Resource
Organization for implementing the pilot which aims to cover 60000 women clients of MFIs. Saija, with the support from
SIDBI, piloted Financial Literacy (FL) Programme in few of its branches.
Selected to participate in Westpac‟s Ruby Connection Program for supporting women in business
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Collaboration with the Progress Out of Poverty Index initiative
Saija will be collaborating on the Progress out of Poverty Index, helping on data collection from its clients
The Progress out of Poverty Index (PPI) is a poverty measurement tool for organizations and businesses with
a mission to serve the poor
The PPI is statistically-sound, yet simple to use: the answers to
10 questions about a household‟s characteristics and asset
ownership are scored to compute the likelihood that the
household is living below the poverty line – or above it by only a
narrow margin.
With the PPI, organizations can identify the clients, customers, or
employees who are most likely to be poor or are vulnerable to
poverty, enabling them to integrate objective poverty data into their
assessments and strategic decision-making.
• Insight into the funded organization‟s pro-poor approach
• Efficacy of a project in reaching out to the desired segment in the regional population
• Comparison between the concentration in portfolios for different investees/advisory clients
• Helps in tracking changes in poverty levels of clients over time
• Helps provide conviction in understanding the ability of a program/project to sustainably service the
poor
• Statistical relevance renders the PPI as good tool for monitoring and evaluation and can be used
along with other parameters relevant to the user
• Client level insights that helps showcase social return on investment/grants
• Poverty index will help in introducing new products related to energy access, water and sanitation
Poverty
measurement
benefits for
investors/donors
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
49
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On a strong growth path with plans of launching 180 new branches over the
next 5 years
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New branch opening guidelines Timelines and operational highlights
Identification of village/urban colonies
Once the village is identified, a staff member goes to the village
and collects some basic information about the village as below.
Population in the village and the number of poor
households
Sub section details of population (SCs, BCs, and STs
etc.)
Main economic activity of poor households and sources
of income
Seasonal availability of work for poor (employment days)
and level of out-migration
Land under agriculture (irrigated and non-irrigated)
Sources of irrigation
Political situation and names of important leaders
(Sarpanch, VAO, Political leaders)
Presence of government schemes (like SHGs) or other
NGOs)
Credit History and presence of other MFIs
Only after a thorough assessment of all these
parameters, Saija undertakes opening a new branch
61.9 58.1
59.0
83.1 98.0
162.9
48.0 43.6 59.0
92.0 107.8
162.9
7.1 7.8
9.5 10.3
11.2 11.9
0
2
4
6
8
10
12
14
0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
180.0
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20
INR
Mn
Branch Operational Highlights
Disbursements/Branch GLP/Branch FEs/Branch
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Saija has a successful business correspondent relationship with IDBI Bank
which it has leveraged further for MUDRA Bank partnership
Saija is the only MFI in India to
have partnered with MUDRA
bank for prepaid cards
Saija‟s role will be to identify
potential clients, collect KYC
information, completing
formalities as needed by IDBI
Bank
Post disbursement, responsible
for recovery and other services
Saija will share part of the risk
undertaken by IDBI Bank
Saija has entered into a tripartite agreement with MUDRA Bank and IDBI Bank, as a part of which Saija will help in
distribution of co-branded MUDRA Debit Cards
MUDRA will provide refinance to
IDBI Bank against their average
outstanding in the card accounts of
the customer with IDBI Bank
MUDRA will share part of the risk
undertaken by IDBI Bank
IDBI Bank will become the
co-issuer of the MUDRA
co-branded debit card
IDBI Bank has agreed to
provide the eligible
customers credit limit in
the form of working capital
facilities
IDBI Bank will sanction
cash credit facility up to
the extent of 20% or more
of the sanctioned term
loan
This RuPay card can be used at ATMs and at Point of Sale (PoS) machines for merchants to buy raw materials
or good needed for their business
Interest on used/withdrawn amount will be charged on a daily balance basis
Business
Correspondent
Operations
MUDRA Bank Partnership
On-lending finance
for Microfinance
clients
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…and will continue to launch new products in tie-up with reputed partners Saija is in advanced stages of discussion with various partners for new product lines
Current Products and Services Near Term Growth Plans Long Term Strategy
Microfinance JLG
Products (SKR, SMR)
SUR in partnership
with Greenlight
Planet
Business
Correspondent with
IDBI Bank
MUDRA Card
Non – Microfinance
Products with
partners
Small ticket housing
loans
2-3 wheeler finance
Small Finance Bank
Full service impact
focused financial
services business
Saija is well placed to be granted the
banking license for an SFB in the medium
term given
RBI‟s focus on the region it operates in. In
the near term, Saija will continue to
partner with full service financial
institutions to provide non-MFI products
needed by its clientele.
Focus on building new product portfolio
Try to optimize the distribution channel by
cross selling non-microfinance products.
Build an intelligent data warehouse that
captures key requirements of a client and
what Saija can offer
Build on past success to consolidate
position in its target geographies
Mine untapped geographies by
leveraging local knowledge
A study conducted by Deloitte
stated “Current operations of
Saija fit well within the ambit of
the RBI guidelines for an SFB
license”
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53
Key initiatives taken by Saija to ensure strong and healthy growth of company
Sl No Department Steps Taken
1 Strategy
Grant for mobile based front end technology
Implementation of progress out of poverty index (PPI)
Tele-calling to clients by Vindhya
Developing monitoring calendar and credit scoring system for groups
2 Resource Minimizing cost of borrowings from 15.75 % in FY 16 to 14.37% in FY17
Tracking of covenants as per sanction letter
3 Risk Implementation of Risk Framework
4 Commercial Cashless disbursement through prepaid cards
Collection through external agency
5 Operations
Clients depositing at branch
Disbursement through accounts
Quality Improvement
Smart Campaign certification
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Key initiatives taken by Saija to ensure strong and healthy growth of company
Sl No Department Steps Taken
6 Non Financial
Linkages
Solar Lamps successfully launched in additional 6 branches of UP in May 2016
Combo product launched in Mahnar and Fatuha in August 2016
Get together for our Bihar team in April 2016 and UP team in August 2016
Rolled out contest for solar disbursement in all the three states
We have successfully launched Saija Pankha Rin (SPR) in May 2016 in Deoria and Gorakhpur branches
of UP.
We have been able to cover 29634 clients (15.6%) of our client base under Saija Urja Rin by
August 2016. Within next three months 20 % clients of Saija will be covered
Conducted 3 Solar Ambassador Training for our clients and 5 Front line staff training in association
with Arc Finance(US-AID) for our branches in Bihar, Jharkhand and UP in April-August 2016.
Pilot for introduction of new products such as mobile and sewing machine
Piloting solar entrepreneurs for providing solar lamps to non-clients in the community that we
serve ( Support from US AID )
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55
Key initiatives taken by Saija to ensure strong and healthy growth of company
Sl No Department Steps Taken
7 IT Mobile based front end technology pilot with IFMR and eSthonos
8 HR & Training
Recruitment
Implementation of HR software
Human Resource Management Assessment
Employee Engagement Survey
Performance Management System
Training program (Saksham) for supervisors
Staff Satisfaction Survey for BOEs
9 Internal Audit
A separate compliance follow up sheet to keep a track of compliance verification and pending status.
Incorporation of cash in transit, cash insurance limit etc. audit in the internal audit scope.
Introduction of branch wise list of high risk areas to be shared with management and state heads at the
completion of every branch audit cycle
We have engaged Shaishiv consultant who will conduct certain percentage of branch audit. The
process has been introduced to further strengthen the internal audit department
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Table of Contents
1. Investment Highlights
2. Microfinance Sector: An Overview
3. Funding Landscape: MFI Sector
4. Regional Overview: Bihar, Jharkhand and Uttar Pradesh
5. Corporate Highlights
6. Operational Snapshot
7. Social Impact
8. Growth Strategy
9. Financial Projections
56
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Operational Highlights
57
Saija strong business performance is reflected in the financial and operational ratios
Ratios FY17 (E) FY18 (E) FY19 (E) FY 20 (E) FY 21 (E) FY 21 (E
Profitability
Return on Equity 5.2% 13.2% 21.1% 21.8% 23.6% 24.5%
Return on Assets 0.6% 1.8% 2.9% 3.7% 4.4% 4.1%
Efficiency &
Productivity
Opex Ratio 9.4% 8.6% 7.9% 6.8% 6.3% 6.0%
Finance Cost /
Total Income 62.6% 48.4% 46.2% 44.2% 42.9% 42.5% Finance Cost /
Debt 16.0% 15.1% 14.9% 14.6% 13.8% 13.3%
Finance Cost /
Portfolio 15.5% 11.8% 10.6% 9.2% 9.0% 8.8%
Operational
Sustainability 0.97 1.08 1.15 1.22 1.30 1.30
Borrowers per
Field Executive 620 437 546 677 722 764
Loan Portfolio per
FE (Rs Mn) 6.5 8.5 9.0 12.7 13.2 15.7
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Income Statement
Saija generates excellent returns for its stakeholders
P&L Summary (INR mn) FY17 (E) FY18 (E) FY19 (E) FY 20 (E) FY 21 (E) FY 22 (E)
Fund Based Income 444.1 716.6 1,246.0 1,986.4 2,942.9 3,826.2
Non Fund Based Income 130.2 73.8 84.6 105.2 158.6 232.1
Total Income 574.3 790.4 1,330.6 2,091.6 3,101.5 4,058.3
Growth % 38% 38% 68% 57% 48% 31%
Finance Expenses 359.3 382.3 614.4 923.7 1,329.9 1,723.1
Operational Expenses 218.2 324.1 511.1 736.6 1,002.1 1,321.6
Provision for Loan Portfolio 7.7 19.2 28.6 53.5 40.4 59.9
Depreciation / Amortisation 5.3 4.2 5.0 6.4 7.6 9.0
Total Expenses 590.6 729.7 1,159.1 1,720.1 2,380.0 3,113.6
Tax -1.2 34.1 83.0 169.6 299.3 396.8
Net Profit 16.3 66.2 161.2 329.3 581.3 770.7
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For more information, please contact :
Soubhagya Nayak
Senior Manager Strategy
Phone: +91 7091095614
Saija Finance Private Limited
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mailto:[email protected]